Consider your options: changes to strategic value during implementation of advanced manufacturing technology

MacDougall, Shelley L.; Pike, Richard

doi:10.1016/s0305-0483(02)00061-0

Cited by 60 publications

(30 citation statements)

References 35 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Therefore, financial indicators are applied in some situations (Bhimani, 1994) whereas nonfinancial indicators are incorporated in other situations (Abernethy & Lillis, 1995;Westra, Srikanth, & Kane, 1996). Nonfinancial indicators are superior measures in evaluating the firms' performances on competitive advantages (Gronum et al, 2012;Hilman, 2009;Hilman & Mohamed, 2011;Kaplan & Norton, 2005) and the third category is a situation where both financial and nonfinancial measures are put to use (Bititci et al, 1997;Kaplan & Norton, 2005;MacDougall & Pike, 2003). The management strategic goal of each organization should reflect the choice of a measurement criterion (Ward, Duray, Leong, & Sum, 1995).…”

Section: Organizational Performancementioning

confidence: 99%

“…Some are based on financial measures (e.g., Kamyabi & Devi, 2012;Liao & Wu, 2009) and nonfinancial indicators (e.g., Gronum, Verreynne, & Kastelle, 2012;Hilman & Mohamed, 2011;Kaplan & Norton, 2005;Kirby, 2005) and others are based on the combination of both financial and nonfinancial measures (e.g., Bititci, Carrie, & McDevitt, 1997;Kaplan & Norton, 2005;MacDougall & Pike, 2003). These indicators are developed to serve profit-oriented organization, which could not be appropriate to be applied to organizations in the academia where teaching, community service, research, and publications are the main business.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

New Tools for Measuring Global Academic Performance

2018

View full text Add to dashboard Cite

The study is on performance measurement in academia. It aims at developing and validating the measurement scale for the performance of higher institutions. The items were developed based on the extant literature. Data were collected via an online survey in which a questionnaire link was sent to 269 vice chancellors/presidents of the sampled universities. A total of 133 responses were retrieved at the end of the data collection period. This study used proportionate random sampling for sample selection. The goodness of measures was checked via field experts, academicians, and data analysis with SPSS. Overall, the alpha coefficient was .974. The outcome of exploratory factor analysis (EFA) exposed all factors loaded more than 0.50. The results revealed that the instrument was reliable and valid. Hence, the instrument developed was suitable to be used in examining the performance of higher institutions.

show abstract

Section: Organizational Performancementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

New Tools for Measuring Global Academic Performance

2018

View full text Add to dashboard Cite

show abstract

“…Numerous scholars have recommended that performance measurement must involve both financial and non-financial dimensions (Kaplan & Norton, 1996;MacDougall & Pike, 2003). Therefore, balanced scorecard (BSC) retained the financial measures and added three non-financial perspectives, namely customer, internal process and learning and growth (Kaplan & Norton, 1992, 1996.…”

Section: Performance Measurementmentioning

confidence: 99%

Do Cost Leadership Strategy and Process Innovation Influence the Performance of Malaysia Hotel Industry?

Hilman¹,

Kaliappen²

2014

ASS

View full text Add to dashboard Cite

This research used strategy implementation perspective and strategic alignment of organizational strategies to investigate the link of cost leadership strategy, process innovation and organizational performance in context of Malaysia hotel industry. The purpose is to show that cost leadership strategy and process innovation have a significant impact on organizational performance. The paper designed a mail and email survey that was sent to top and middle level managers in three stars and above rated hotels, which resulted in 54 usable surveys. The results show that cost leadership significantly affects the process innovation and process innovation also significantly affects the organizational performance. Furthermore, the results show that process innovation mediates the cost leadership strategy and organizational performance link. Consequently, the hotel managers, perhaps make strategic decisions by simultaneously develop cost leadership and process innovation to obtain superior organizational performance and competitive advantage.

show abstract

“…Conversely, projects without this flexibility have a relatively lower value to the firm. While real options analysis has been widely advocated for strategic investment appraisal, empirical evidence of its uptake remains thin (MacDougall & Pike, 2003) and the findings to date are inconsistent. On the one hand it has been suggested that few practitioners understand or use the real options approach (Busby & Pitts, 1997), but other studies note that some companies have begun to draw on it in their strategic investment analyses ( Trigeorgis, 1999).…”

Section: Real Options Analysismentioning

confidence: 99%

Strategic Investment Appraisal: Multidisciplinary Perspectives

Alkaraan¹

2017

Advances in Mergers and Acquisitions

View full text Add to dashboard Cite

Consider your options: changes to strategic value during implementation of advanced manufacturing technology

Cited by 60 publications

References 35 publications

New Tools for Measuring Global Academic Performance

New Tools for Measuring Global Academic Performance

Do Cost Leadership Strategy and Process Innovation Influence the Performance of Malaysia Hotel Industry?

Strategic Investment Appraisal: Multidisciplinary Perspectives

Contact Info

Product

Resources

About